The counsel of an operator who has been in your chair.
Strategic guidance for founders, CEOs, and the investors who back them. Not embedded, not running the day to day. On call for the decisions that set the trajectory.
The biggest decisions get made with the least help.
By the time a company is scaling, the founder has plenty of people to execute and almost no one to think with. The board meets once a quarter and arrives with an agenda. The team is too close to the number to be straight about it. So the calls that set the next two years, the pricing model, the go-to-market bet, the first VP hire, the timing of a raise or an exit, get made alone, or made late.
Those are the decisions where one experienced read changes the outcome. Not more analysis. Someone who has made the call before, with their own money and reputation on it, who will tell you what they see.
A seasoned read on the decisions that move the trajectory.
Advisory is built around your agenda, not a fixed curriculum. The work usually lands on these.
- Go-to-market strategy: pricing, packaging, segmentation, and the motion that fits the stage
- The revenue plan behind the number: whether the math holds, and where it breaks first
- Key hires: who to bring in next, what good looks like, and how to assess it before the offer
- Board and investor readiness: the narrative, the metrics that matter, and the questions coming
- Exit and diligence preparation: what buyers look for, and what they find, from inside the deal
- The hard organizational calls: structure, comp, and the change you have been putting off
- Format
- A standing advisory relationship. Periodic strategy sessions, with access between them when a real decision lands.
- Cadence
- Monthly or quarterly, set to the rhythm of the business. Board and investor sessions as needed.
- Footprint
- Light by design. I advise the people making the calls. I do not take the work off their desk.
- Structure
- Retainer or equity, sized to the scope.
Founders, PE-backed CEOs, operating partners, and boards who want a seasoned operator in their corner for the decisions that matter, without adding a full-time executive.
Thirty years in the operator's seat. Three exits, two of them to private equity. I have made these calls with real stakes, and watched what happens when they land well and when they land late. I advise from experience, not theory.
Read my full story →Put an operator in your corner.
A 30-minute discovery call is the fastest way to find out if there is a fit, and what advisory could look like for the company.
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